Crisis Preparedness and Management

Better than the market leader.

Former manager

Crisis Management department, CRG

Crisis Management Plan: Seven Reasons

  • Educates employees to know a crisis when they see one
  • Clarifies responsibilities
  • Enables a quick, positive and appropriate reaction
  • Prepares the corporate mind for the unexpected
  • Provides time and space to determine the best response
  • Ensures rapid and appropriate media engagement
  • Gives confidence to investors

How we build a Crisis Management Plan

  • Purpose of the Plan
  • Identification/categorisation of a potential crisis
  • Escalation process
  • Team activation including legal & communications
  • Incident review
  • Information checklist
  • Incident mitigation & business continuity
  • Engaging key stakeholders
  • Media enquiry guidelines
  • Use of website/social media
  • Adaptation of pre-drafted media statements
  • Lessons identified & process review

Simulation training & workshops

Scenario workshops: seven reasons

  • Prepares the team to expect the unexpected and deal with it
  • Enables the prepared mind
  • Educates the team to identify a potential crisis in good time
  • Helps the team to know their part in the plan
  • Trains the team to create the space in which to determine the best response
  • Gets the team to understand the perspective of different stakeholders
  • Enables the collective mindset for a quick, positive and appropriate reaction

In a short space of time we not only examined and improved the plan against a well thought through and challenging scenario, but you managed to embed the thought process for dealing with such incidents within our senior team. It was a hugely enjoyable and productive event

Bill Moore CBE

CEO, The Portman Estate

A super event with the objective of participative learning achieved thanks to your skilled and practical guidance

John Gollifer

General Manager, The Investor Relations Society

Scenario workshops: how we do it

  • Workshop format for leaders
  • Max of 90 minutes’ duration
  • Prepared and led by John Deverell
  • Initial short presentation on leaders’ responsibilities in a crisis
  • Relevant and bespoke scenario presented in playing card format
  • Deals the cards which give the narrative and ask the questions
  • John initiates the discussion as per “the Socratic Method”
  • No “right” or “wrong” answers
  • Explores different perspectives eg. legal, investors, regulators, media
  • Derives the lessons and the principles
  • Conclusion: the way ahead